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The non-profit railroad museum that said last year it was leaving Port Jervis, N.Y., following a conflict with the city, has announced that it’s in talks to stay. Officials with TOYX, Inc., the nonprofit that over the past four years has tried to establish a museum centered on the former Erie Railroad turntable there, said they were optimistic that they could secure a long-term lease directly from the city to stay on site. 

“We are optimistic that a mutually beneficial agreement will be reached to continue and expand TOYX’s ongoing preservation and interpretation of this City-owned historic site, as well as provide a public space for residents and visitors to experience TOYX’s own railcars and artifacts that are so critical to the City’s heritage,” TOYX officials announced on January 23. 

TOYX serves as the banner for a conglomerate of projects, including Operation Toy Train, the Dining Car Society, and the Tri-States Railway Preservation Society. In December, TOYX alleged that the city told them the site was going to be redeveloped and the rail equipment needed to be removed before July 2026. But the mayor of Port Jervis later denied that and said he wanted the museum to stay. TOYX has already moved some equipment off-site. 

Museum officials said they would announce more once negotiations were complete. 

—Justin Franz 

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Despite headlines signaling a sustainability pullback, the reality is more nuanced: Many companies are quietly doubling down, investing more strategically than ever before. Norfolk Southern Chief Sustainability Officer Josh Raglin has been closely watching how the sustainability shift has been playing out. In this Rail Group On Air podcast, he and Railway Age Editor-in-Chief William C. Vantuono discuss what NS is prioritizing in 2026 to build resilience, meet stakeholder demands, and unlock long-term value. He talks about five predictions for 2026: 

1. “Sharper Focus on Materiality: Companies will concentrate resources on areas where they can make the greatest impact—such as plastics, water, and clean air—guided by materiality assessments and stakeholder priorities.”
2. “Sustainability as a Business Driver: Sustainability is no longer just a moral imperative; it’s an economic one. Organizations will increasingly showcase measurable financial benefits—fuel savings, scrap recycling, and nature-based solutions—to justify investments and strengthen board-level support.
3. “From Ambition to Action: Firms that set science-based targets and net-zero goals will move aggressively into implementation. Expect operational shifts like transitioning freight to rail for carbon savings—even when costs rise—because corporate mandates prioritize emissions reduction.”
4. “Pragmatic Net-Zero Strategies: Updated standards will embrace carbon insets and offsets, signaling a more realistic approach to achieving net-zero. This will accelerate investment in forest carbon credits and value-chain carbon insetting.”
5. “Growing Need for Collaborative Action Meeting sustainability goals increasingly requires deep collaboration with vendors and customers to align strategies, share data, and improve efficiencies across the supply chain. Organizations that fail to engage partners in joint environmental initiatives risk falling short of expectations—and losing competitive advantage.”

The post Sustainability as a Business Imperative, with Norfolk Southern Chief Sustainability Officer Josh Raglin – RAIL GROUP ON AIR PODCAST appeared first on Railway Age.

Los Angeles is one step closer to a direct rail connection that will make travel faster and easier through the Sepulveda Pass, one of the most congested corridors in the country, LACMTA reported Jan. 22. The transit agency’s Board has selected a fully underground “heavy rail” subway option as the Locally Preferred Alternative (LPA) for the Sepulveda Transit Corridor Project, which will run between the Van Nuys Metrolink Station in the Valley and the Metro E Line’s Expo/Sepulveda Station on the Westside (see map, top). At the Van Nuys end, the project would also connect riders to the Metro G Line and the future East San Fernando Valley Light Rail Project that will operate between Van Nuys, Panorama City, Arleta and Pacoima; on the Westside, riders would have a station on UCLA’s campus and transfers to the D and E lines.  

According to LACMTA, the Sepulveda Corridor is “a vital link” for the communities of greater Los Angeles, connecting residents in the San Fernando Valley to the Westside’s employment and educational hubs and cultural landmarks. The natural barrier created by the Santa Monica Mountains, it noted, makes traveling between the San Fernando Valley and the Westside “difficult, unpredictable and slow.” This new project would provide a 20-minute trip from end-to-end; the same trip by car often takes 40 to 80 minutes and is unpredictable because of traffic, the transit agency noted.

The agency last summer released a Draft Environmental Impact Report (DEIR) evaluating five different build alternatives. The Board selected Modified Alternative 5 as the LPA based on technical evaluation and community and stakeholder input. This is a modified version of one of three heavy rail alternatives in the DEIR; also under consideration were two monorail alternatives. (Download project Fact Sheet below.)

Modified Alternative 5 is underground between the Van Nuys Metrolink Station and E Line Expo/Sepulveda Station and modified to connect to the Van Nuys G Line Station and future East San Fernando Valley Light Rail station at the G Line at Van Nuys Boulevard. (Download LACMTA Board report below.) According to LACMTA, it “incorporates key elements of Alternative 5, including automated vehicles in a single-bore tunnel, a terminus at the E Line Expo/Sepulveda Station and 2.5-minute frequencies during peak travel times.” Additionally, it “leverages the strengths of Alternative 5—high ridership, high frequencies, and shorter station construction sites—while avoiding construction of a ventilation shaft in the Santa Monica Mountains.” It also offers “the connectivity benefits of Alternative 6 along Van Nuys Boulevard instead of Sepulveda Boulevard, which reduces the project’s overall length and is anticipated to reduce cost.”

The “monorail alternatives didn’t meet the DEIR goals as well as Modified Alternative 5, particularly with regards to mobility benefits, including ridership and travel times, and cost-effectiveness,” according to LACMTA.

In 2021, LACMTA entered into Pre-Development Agreements with two private-sector teams to design the alternatives: LA SkyRail Express (LASRE) developed Alternatives 1 and 3 (monorail), while Sepulveda Transit Corridor Partners (STCP) designed Alternatives 4 and 5 (heavy rail). Alternative 6 (heavy rail) was prepared by LACMTA’s environmental consultant, HTA Partners.

According to LACMTA, staff recommended phasing construction of the Sepulveda Transit Corridor Project so that segments can be built as funding becomes available. Staff propose focusing first on an Initial Operating Segment between the G Line in Van Nuys and the D Line on the Westside; this would allow riders to make direct transfers from multiple rail and bus lines, which the transit agency said would improve transit travel times.

The preliminary capital cost estimate for Alternative 5 ($24.2 billion in 2023 dollars) will be “updated to reflect Modified Alternative 5 as design refinement progresses,” LACMTA reported. Initial funding for the Sepulveda project, it said, was in the 2008 and 2016 sales tax measures—Measure R and Measure M, respectively—both of which were approved by more than two-thirds of L.A. County voters. (This amounts to approximately $3.5 billion, according to the LA Times.) Additional funding to build the project will be required; LACMTA anticipates pursuing a combination of federal, state, and local funding, along with potential private financing through a public-private partnership (P3).

With the LPA now approved, LACMTA said staff can begin refining the project’s design, including evaluating project phasing strategies; defining an updated maintenance and storage facility approach; identifying value-engineering opportunities; further assessing a P3 delivery approach; and refining design elements to improve connectivity, including the G Line interface in Van Nuys. The environmental review process will continue, along with ongoing community outreach and additional opportunities for public input.

“A direct rail connection through the Sepulveda Pass will connect people to jobs, schools, airports and entertainment faster than ever,” LACMTA Board Chair and Whittier City Councilmember Fernando Dutra said. “This project will cut travel time, reduce air pollution and is the kind of bold, forward-looking investment that moves Los Angeles County into the future.”

“This is a historic moment for transportation in Los Angeles,” LACMTA CEO Stephanie Wiggins said. “The Sepulveda Corridor Project is one of the most ambitious transportation investments in our region’s history and will redefine how millions of people travel across Los Angeles.”

• STCP Selects Stadler, Siemens for Sepulveda Transit Corridor Project Proposal

DART and Trammell Crow Company earlier this month celebrated the groundbreaking of a new 500-space subsurface parking garage for DART riders and a 394-unit apartment community that will be integrated into the existing shopping center and DART’s SMU/Mockingbird Station.

The transit agency on Jan. 22 reported that the apartments and underground garage are the first phase of redevelopment of 16 acres of DART-owned land adjacent to the light rail station at the intersection of Twin Sixties Drive and Worcola Street. Built on the site of a former DART parking lot, the seven-story apartment building will feature a mix of studios and one- and two-bedroom units, as well as a swimming pool, outdoor areas with fire pits and grilling stations, a fitness center, club room, co-working spaces, electric vehicle (EV) chargers, a dog park, and a sky deck overlooking the Downtown Dallas skyline.

“The expanded development around SMU/Mockingbird Station is a true partnership between DART and Trammell Crow, with both parties actively working to reconfigure the site through the Covid-19 pandemic and inconsistent economic conditions to ensure a viable TOD [transit-oriented development] opportunity remained near downtown Dallas,” DART reported. “The transformation of the existing land will afford residents and visitors convenient access to DART’s 93-mile light rail system, multiple bus routes, walkable retail, and Dallas’ extensive urban hike-and-bike trail network. Trammell Crow’s future development plans include an office tower, retail, and hotel, adding to the existing retail, dining and living experience available at the SMU/Mockingbird Station area.”

The buildout of the entire site will be completed in phases, DART said, with the second phase focusing on the office tower and hotel. Construction of the SMU/Mockingbird Station TOD is supported by the City of Dallas TOD Tax Increment Financing (TIF) District and funds programmed by the Regional Transportation Council.

“Developments like these promote the economic and social activity that underpins vibrant and prosperous communities, all centered on a critical regional mobility hub,” DART President and CEO Nadine Lee said.

In December, DART and Integral Group hosted the grand opening of the EVIVA Trinity Mills Station apartments and Esplanade Park, the first phase of redevelopment of a 25-acre site that once housed a big box home improvement store and the former DART Carrollton Transit Center.

TOD within a quarter mile of DART light rail stations has generated $18.1 billion in direct economic impact to North Texas over the past 25 years, according to the University of North Texas (UNT) Economic Research Group, DART reported in November. This includes a $1.0 billion direct impact from 2022 to 2024 based on 37 development projects.

RTD on Jan. 22 reported that Transit Police and contracted security officers conducted nearly 5 million fare checks on its rail system (commuter and light rail) in 2025.

Officers scanned 252,677 mobile passes and checked almost 591,000 total transit passes (mobile, paper, or other) for light rail services. According to RTD, 7.28% of individuals did not pay the fare before boarding. Similarly, officers scanned 1,849,856 mobile passes and checked more than 4.2 million total transit passes (mobile, paper, or other) for commuter rail services; 4% of individuals boarded without paying the fare in advance.

“For rail services systemwide, officers scanned more than 2 million mobile passes and checked more than 4.8 million total transit passes (mobile, paper, or other),” RTD reported. “Of these, officers were able to recover fare from 208,722 customers and issued more than 14,664 warnings and 712 citations systemwide for those who did not pay fare.”

RTD reported that fare checks in August 2025 had increased by more than 500% from May 2024. In 2026, with directed RTD Transit Police Department officer patrols across the system’s rail services, fare checks are expected to increase, according to RTD Chief of Police and Emergency Management Steve Martingano.

“Fare checks are an essential safeguard to ensure public transportation remains fair, sustainable, and accessible for everyone who relies on it,” Martingano said. “An increased presence of police and security not only supports this effort, it also helps reinforce a safe and welcoming transit environment, consistent with RTD’s commitment to its customers.”

According to the transit agency, fare payments became more accessible and convenient in 2025 with the launch of Tap-n-Ride , which allows customers to pay the fare at any validator with a tap of their Visa or Mastercard bank or credit card. (Customers who prefer to pay via cash can now load cash value onto a MyRide card or MyRide account for payments at validators.)

The RTD Transit Police Department has 105 sworn officers as of January 2026. Fare checks are just one part of the department’s four-step security plan. Implemented in 2024, the plan focuses on “improving officer presence supported by 24/7 patrolling, educating customers to treat one another with respect, using enhanced technology, such as real-time video feeds for safety observations, and ramping up fare enforcement to support customers and RTD employees,” according to the transit agency.

• Denver RTD Earns ‘Stable Outlook’ From Three Credit Agencies
• Denver RTD Tabs Tran as CPO
• For Denver RTD, FY26 Budget Tops $1.5B
• Denver RTD Releases 3Q Financial Results

The post Transit Briefs: LACMTA, DART, Denver RTD appeared first on Railway Age.

Among the next steps in the $134 million development will be connection of electrical power service, expected by the end of January. This, GPA says, will allow the Authority to fully commission the terminal’s seven all-electric rubber tire gantry cranes in February. The RTGs are completely assembled and have been tested using generators.

“We’re excited to see the progress at our new Gainesville facility, and what it will mean for the State of Georgia,” said Georgia Ports President and CEO Griff Lynch. “Having a rail connection in the region will enhance Northeast Georgia as an attractive location for businesses that rely on global logistics.”

Direct rail service via Norfolk Southern (NS) between Northeast Georgia and Savannah will provide a new option to a long-haul truck move of around 600 miles roundtrip, “reducing highway congestion, cutting emissions and avoiding costly empty container moves to or from the coast,” according to GPA.

“Norfolk Southern is proud to support the launch of the Blue Ridge Connector, a powerful new gateway coming online to serve the Northeast Georgia market. This facility will enhance supply chain flexibility, improve access to global markets, and create new opportunities for importers and exporters moving freight through the region,” the Class I wrote in a LinkedIn post.

Because the rail terminal links directly to the Port of Savannah’s extensive global shipping network of 39 ships per week, companies in Northeast Georgia—from poultry producers to manufacturers of heavy equipment and forest products—will be able to move goods to and from international markets with greater efficiency, GPA noted.

By bringing global market access to the doorstep of local businesses, port officials, GPA says, “expect the inland terminal to act as a magnet for job creation.”

“Our role at Georgia Ports is to support economic development and prosperity across the state,” Lynch said. “Our Appalachian Regional Port has played a key role in attracting firms to Northwest Georgia that choose locations based on logistics infrastructure. The Blue Ridge Connector will do the same for Northeast Georgia.”

To reduce the new rail yard’s traffic impact to local residents, GPA contributed $4.8 million to Hall County projects eliminating an at-grade crossing, rerouting White Sulphur Road and surfacing Cagle Road. The new White Sulphur route south of the inland terminal, GPA says, ensures free access for emergency vehicles and avoids traffic disruption from trains. Cagle Road resurfacing offers an improved alternative for residents. Both projects were completed in late summer 2025.

The post GPA: Blue Ridge Connector 95% Complete appeared first on Railway Age.

CSX posted 4Q25 operating income of $1.11 billion and net earnings of $720 million, or $0.39 per share, compared to   $1.11 billion and $733 million, or $0.38 per share, in 4Q24. Excluding a pre-tax, non-cash goodwill impairment charge, adjusted operating income was $1.21 billion and adjusted net earnings were $815 million, or $0.42 per share, in 4Q24. Fourth-quarter 2025 operating income and earnings per share include approximately $50 million and $0.02, respectively, in “expenses related to severance and rationalization of specific technology investments.” (Download 4Q25 Financial Report below)

• Revenue totaled $3.51 billion for the quarter, decreasing 1% year-over-year, “as the effects of lower merchandise volume and reduced export coal revenue offset higher pricing in merchandise and intermodal, an increase in intermodal volume, and higher fuel surcharge revenue.”
• Operating income was $1.11 billion, compared to adjusted operating income of $1.21 billion in the prior year. The operating ratio (OR) was 68.4%, compared to 68.7% and adjusted OR of 65.7% in the fourth quarter of 2024. 
• EPS was $0.39, compared to adjusted EPS of $0.42 in the prior year.
• Fourth quarter operating income and EPS include $50 million and $0.02, respectively, in “severance and technology rationalization expense.”

• Revenue totaled $14.09 billion. 
• Operating income was $4.52 billion, and adjusted operating income was $4.69 billion, excluding a $164 million “goodwill impairment charge” in the third quarter. CSX’s OR was 67.9% for the full year; adjusted OR was 66.8%.
• EPS was $1.54, and adjusted EPS was $1.61.

“Our quarterly results reflect the subdued industrial demand environment and actions taken to adjust our cost structure,” said Steve Angel, President and CEO. “CSX has a strong operational foundation, and we are positioned to deliver improved financial performance in 2026 as we focus on driving productivity, cost control, and capital discipline while continuing to provide safe and reliable service.

“We’ve finished a challenging year for the industry, marked by subdued market demand, and we’re committed to delivering stronger financial performance in 2026. Service levels have remained high, and we’re taking thoughtful actions to control costs and improve capital efficiency with a focus on profitability and cash flow. CSX’s total volume was slightly higher this quarter, driven by our intermodal franchise that achieved a 5% year-over-year increase in volume. We’ve been winning new intermodal business as we’ve brought faster transit times and more connectivity to our customers. As we plan for 2026, we do not anticipate any meaningful improvement in macroeconomic conditions. We will stress execution of our own initiatives and will be ready when the market finally turns. We maintain a solid pipeline of growth initiatives, including nearly 600 industrial development projects, and continue to benefit from consistent infrastructure activity in our key regions. Our guidance for the upcoming year is for modest revenue growth, solid margin expansion, and a substantial increase in free cash flow.”

By Wall Street Contributing Editor Jason Seidl, Elliot Alper and Uday Khanapurkar

CSX’s 4Q25 met expectations, though 2026 guidance assumes low-single-digit top-line growth due to continued industrial softness. CSX plans to drive productivity initiatives for margin growth despite persistent rail inflation. The magnitude of the approaching winter storm remains a 1Q26 bogey, but management is confident the network is in a much better position compared to prior “weather events.”

CSX reported 4Q25 EPS of $0.41 (excluding $0.02 one-time charges related to severance) in line with our and Street estimates. Top line of $3.51 billion was slightly below our estimate, but the OR was slightly better. CSX repurchased $112 million in shares in 4Q25, bringing the annual total to ~$1.4 billion.

CSX had little to add on the ongoing UNP/NSC merger saga yesterday as management remains focused on business fundamentals. We continue to believe BNSF is unlikely to make a bid for the foreseeable future.

Industrial end-market projections are modest for CSX with continued softness expected in housing, auto and chemicals. The low-single-digit revenue growth guide embeds a flat industrial production assumption as management attested to “no major catalysts” for the industrial economy. Soft expectations for this group tracks with panelists on our recent railroad roundtable. Forest products and metals could see some support despite soft core demand as CSX laps plant closures this year. CSX’s Southeast infrastructure build was the sole bright spot on the industrial side.

Intermodal was strong in 4Q25 on 5% carload growth driven by business wins that came on mid-to-late 2025. CSX expects wins to drive further intermodal carload growth in 2026, suggesting the Class I is not accounting for significant share return to Norfolk Southern. The Howard Street Tunnel project is on track to support double-stack intermodal cars in 2Q26 and customer bidding on this service has commenced, though CSX refrained from sizing the total opportunity, noting that full utilization of this capacity will take a few bid cycles to realize.

Coal carloads +1% masked robust 6% domestic tonnage growth as utility demand was strong in 4Q25 and sees further runway in 1Q26 given the impending winter storm and a sharp natural gas price rally (natural gas futures have climbed more than 70% in two days). CSX could be set up for a strong year for coal as two short-term mine closures are lapped. CSX cautioned on 2026 scheduled closures but acknowledged that these are likely to be delayed, suggesting near-term support at the least. Export coal benchmarks weakened off soft levels in 4Q25 and could somewhat mitigate domestic strength (domestic/international tonnage split is roughly equal for them).

Low single-digit revenue growth guidance for 2026 was below our 5% forecast. We had expected more optimism on the 2026 volume opportunity given plant closures in 2025, double stack opportunity and industrial growth, though CSX is expecting flat industrial production, modest GDP growth and additional plant closures. A 250 basis point of margin expansion guidance should be primarily focused within labor and PS&O; CSX expects persistent 3.0-3.5% inflation for the year. Long-term guidance was pulled as CSX evaluates its long-term opportunities given persistent weakness in industrial demand and a potentially changing U.S. Class I landscape.

We maintain our 2026 and 2027 EPS estimates. Our 19.5x multiple remains unchanged, keeping our $40 price target and Buy rating intact.

The post CSX 4Q, Full-Year ’25: ‘Challenging Year’ appeared first on Railway Age.

Josie Curtis is joining Patriot Rail Company as Vice President of People Strategy. She will provide leadership across talent acquisition and development, employee relations, compliance, compensation and benefits, performance management, and the total employee experience, according to the company that operates 31 short lines and four excursion railroads, and provides rail-related services.

She will also serve as an advisor to executive leadership, ensuring that HR policies and programs strengthen workforce effectiveness, enhance employee engagement, and support the company’s long‑term growth and organizational resilience, Patriot Rail said in its Jan. 22 announcement.

A 2023 Railway Age Women in Rail honoree, who has served as a Railway Age/RT&S Women in Rail Conference speaker, Curtis has nearly two decades of industry experience. She has held key human resources leadership roles at R.J. Corman, with a focus on enterprise-wide HR strategy, compliance, and safety.

“In prior roles, Curtis oversaw HR operations for more than 1,400 employees across 23 states and supported more than a dozen subsidiaries in a highly regulated, safety‑sensitive environment,” Patriot Rail reported. “Her experience includes implementing company-wide HRIS platforms, designing scalable HR workflows, directing compliance and risk‑mitigation efforts, and partnering cross‑functionally to align people strategy with business performance while enhancing the employee experience.”

“We are delighted to welcome Josie to our team as our Vice President of People Strategy,” Patriot Rail Company CEO Brandy Christian said. “She brings industry and organizational development experience to drive our core strategy—the Patriot Way—a culture of collaboration and innovation. Our people make the difference, and investing in our people strategy ensures employees grow together with us as a company and as a team.”

“Her strategic approach and commitment to building strong, engaged teams will be instrumental as we continue strengthening our people and culture,” added Brad Gordon, Chief Legal Officer of Patriot Rail Company.

• Patriot Rail Celebrates Excellence Across Network
• Patriot Rail Unveils Fourth Excursion Train
• Anthony Evett Joins Patriot Rail

The post Curtis to Lead ‘People Strategy’ at Patriot Rail appeared first on Railway Age.

As a proud partner of American Rail 200, RSI had the chance to chat with B&O Railroad Museum’s Executive Director Kris Hoellen about the creation of the website, the impact of rail on the greater American fabric and opportunities to join in on the celebration. 

What inspired the B&O Railroad Museum to take the initiative in celebrating 200 years of American rail?  

The B&O Railroad Museum is the birthplace of American railroading. Our campus contains the first mile of commercial track ever laid in the country, Mt. Clare Station – the first train station – plus the beautiful 1884 Roundhouse, among other historic buildings. We are literally on the grounds of the B&O yards. Our archival collection contains the very first stock ledger ever issued, the full set of board of directors’ minutes and over 30 million archival documents of railroad history. With over 200 pieces of rolling stock in our care, telling the story of railroading’s first two centuries is central to our mission. 

Celebrating the bicentennial of American rail is not just a milestone for us — it’s a responsibility. Railroading emerged only decades after the founding of the nation and became one of the most powerful forces shaping American innovation, labor and growth. As the country currently celebrates 250 years of America, this moment provides a meaningful bridge between the ideals of the nation’s founding and the infrastructure that helped knit those ideals into a continental reality. As part of this national reflection, the Museum is proud to connect American Rail 200 with the broader America 250 commemoration, including our recent restoration of the American Freedom Train No. 1 as a symbol of railroading’s enduring role in the American story. 

We encourage everyone to join us in commemorating railroading’s legacy and to be part of the chapter of its history for the bicentennial in 2027. 

How has the railroad infrastructure transformed American society, culture, and economy?  

The railroad was born only 50 years after the birth of the country and consequently shaped American life dramatically – it was essentially the internet of its time. Our time zones came from the railroad; the telecommunications industry owes its birth to the railroads; Americans’ favorite fruit – the banana – was spread throughout the country via refrigerated cars; field trauma surgeons sprung from the railroads; color blindness was diagnosed by railroad doctors; the journey from slavery to civil rights is completely intertwined with the railroads. There is almost no element of society past, present and future that was not or is not touched by the railroads.  

What types of exhibits or interactive experiences at the B&O Railroad Museum can visitors expect in the Innovation Hall, and how will these exhibits bridge the story of rail’s past, present and future?  

The museum’s new Innovation Hall will be housed in the newly restored South Car Works building, which is the oldest continuously operating railroad repair facility in the country, spanning from 1869 to 1990. The Innovation Hall will focus on the present and future of railroading technology. We are dedicating approximately 14,000 square feet to showcase how the present and future of railroading will be safer, faster and smarter. We will have three galleries within the space dedicated to these areas. We will showcase a railcar of the future outfitted with sensors, a touch table depicting a smart yard, different propulsion technologies, a digital race using the technologies and so much more! All exhibits will be interactive, to both educate and engage the public. The general public wants to understand these technologies, and this is an opportunity to highlight rail advancements and build public confidence in the industry. We receive visitors annually from all 50 states and 40 countries.  

How is the museum working to ensure that American Rail 200 and the central hub website represent the full diversity of railroad heritage across different regions and communities nationwide?  

Americanrail200.org is the central convening hub for the 200-year anniversary. To ensure a nationwide celebration, we are recruiting partners to join us in the celebration and to place their logo on the website, which has already amassed an amazing array of partners from multiple disciplines and geographies! Becoming a partner simply means your organization commits in 2027 to amplify the 200-year anniversary of American railroading within your sphere of influence. It could be something as simple as a series of social media posts to adding a railroad theme to an existing event or activity in 2027, to creating something completely new, such as placing labels/stickers on products, engaging schools in an essay competition or creating a community/employee fair, etc. We are happy to help anyone brainstorm activities and encourage everyone to join the celebration. We have also created an evergreen logo to be used in partnership with one’s own organizational logo. Lastly, as an organization identifies its activities, there is a section of the website dedicated to listing events so that everyone’s efforts can be uplifted. The goal is to move from a business-to-business celebration, though the industry as a whole should be aware and proud of its history, to a business-to-consumer celebration. The rail industry is often unheralded and this is an opportunity for the Americans to appreciate the contributions of rail – past, present and future. 

What have been the most rewarding outcomes so far from collaborating with industry and cultural institutions as partners, and how will those partnerships enhance visitor experience during the bicentennial of American rail?  

We have been amazed at the outpouring of support to celebrate this industry! We are very thankful to the leadership RSI has shown in supporting the bicentennial and connecting us to member companies whose technologies can be exhibited in the Innovation Hall! Partnerships can be large or small. Examples of partnerships include Art with a Heart in Baltimore, which creates large sculpture mosaics and will create one of a locomotive in 2027, our partnership to create a Monopoly version focused on rail, “RAILOPOLY”, and so much more! At the museum, we plan to unveil the contents of the first stone on July 4, 2027; the stone was laid as a time capsule and has never been opened. Join us to create a time capsule for the next 200 years! 

If an organization is interested in joining B&O Railroad to partner for American Rail 200, what would that entail? And, how can they get started?  

Reach out and contact us via 200thpartners@borail.org to start the discussion! We are happy to make presentations to organizations, engage in brainstorming for activities and share what others are doing to celebrate the industry that is the backbone of our country, past, present and future!  

The post Celebrating American Rail 200: A Conversation with B&O Railroad Museum’s Executive Director  appeared first on Railway Age.